Career beyond the 9-to-5, startups, and family business: The rise of micro-entrepreneurship

Career options have traditionally included three familiar paths: the stability of a 9-to-5 job, the ambition of building a startup, or continuing a family business. Increasingly, however, there is a growing interest in exploring options that offer a balance—opportunities to earn independently and create something of one’s own without the substantial risks or capital typically associated with starting a business from scratch.

Oriflame, the Swedish beauty and wellness company, has been providing this option in India for nearly 30 years, since entering the market in 1996. Operating across more than 60 markets, the company adopts a social selling model that benefits millions of beauty entrepreneurs globally. In India, over 80% of its Brand Partners are women, demonstrating how this approach supports livelihoods and empowers individuals.

Forbes India engaged with Edyta Kurek, Senior Vice President and Head of Oriflame India and Indonesia, to better understand what this model means for people seeking to build their own ventures.

Edyta, you have often discussed the Oriflame model as an alternative to both traditional employment and conventional startups. Could you kindly explain this difference to someone unfamiliar with social selling?

Starting a business typically requires capital, infrastructure, and networks that may not be readily accessible for everyone. A corporate job offers stability but often involves structured growth. Family businesses provide continuity but might not always offer the same level of independence. What we aim to offer is a balanced option—a business platform that allows individuals to develop their own enterprise without having to choose between these extremes: micro-entrepreneurship. 

When someone joins as a Brand Partner, much of the groundwork has already been established. The products are developed through decades of Swedish R&D, manufactured to high standards, and supported by a reliable supply chain. The brand operates in over 60 countries, providing credibility and a broad reach. The individual’s role is centered on their relationships, motivation, and ambitions. There are no large upfront investments, no inventory pressures, and flexible working hours, allowing people to progress at their own pace while balancing other commitments.

You have mentioned that this model differs fundamentally from traditional retail. Could you please elaborate?

In traditional retail, companies invest heavily in shelf space, distribution, and advertising to attract consumers. Our model approaches this differently. Products are delivered to customers through someone they already trust—someone with personal experience of the products. This creates a transaction based on genuine recommendation rather than just sale, fostering trust and authenticity. We prioritize product quality, safety, and research from the outset, ensuring Brand Partners can recommend items confidently.

Furthermore, the flow of value is different. In conventional retail, profit margins are distributed along the supply chain—distributors and retailers take a portion. In our model, a significant part of the value generated flows directly to Brand Partners. Today, many of them operate using smartphones, whether in urban centers or smaller towns, without the overhead costs of physical stores, making entrepreneurship more accessible.

You’ve spoken about the UN SDG 8 goal of Decent Work and Economic Growth, as well as women’s empowerment—with over 80% of Oriflame’s Brand Partners in India being women. How does selling beauty products support sustainable livelihoods?

I often say that Oriflame is an inclusive and mutually beneficial business model because our growth is closely tied to the growth of our partners. When a Brand Partner earns more, the company benefits as well. A large share of the value that, in traditional settings, goes to advertising and marketing is directly reinvested into our network. This enables many households to build their own financial stability.

Every product sold offers an opportunity to generate income and develop a sustainable livelihood—supporting micro-entrepreneurs, including those with disabilities, running their own businesses, and strengthening household incomes. The model also reaffirms that human trust and community relationships remain powerful, even in an era increasingly influenced by AI and automation. For many, this journey offers valuable lessons in business strategy and leadership, equipping them to create their own ventures.

Over 80% of our Brand Partners in India are women. They benefit from flexible hours that fit around family responsibilities, providing a path toward financial independence that can transform their families’ futures. This shift—from dependence to independence—is central to our approach.

Social selling is sometimes misunderstood. What would you say to someone who is skeptical?

In today’s digital environment, a brand’s success depends on delivering real value, not just hype. At Oriflame, everything begins with the product experience—customers are more likely to make repeat purchases when they see genuine benefits. Each product is personally recommended by a Brand Partner who builds a trusted relationship, guiding customers with honesty and care; this personal touch is difficult to replicate.

The flow of value in social selling is different from traditional retail. Here, a significant portion of the earnings goes directly to Brand Partners. This approach emphasizes the quality of products and sustainable livelihoods, rather than just recruitment or sales volume. 

Many Brand Partners are professionals—including doctors and engineers—who value autonomy, flexibility, and unlimited earning potential. Social selling provides a respectful and empowering alternative for those seeking to supplement their income.

For someone new to business, how should they get started?

They can begin exactly where they are, without needing formal qualifications, prior experience, or substantial investment. Most start by sharing products with people they already know—family, colleagues, friends. From the outset, Oriflame offers training on the products, honest conversation techniques, and gradual network building. As confidence and skills develop, they can expand their activities further, building teams and learning leadership and financial management skills that extend beyond this model. 

The low barrier to entry reflects our belief that everyone should have the opportunity to build a livelihood, regardless of their starting point.

For Kurek, this reflects a broader trend in how people approach work today—a model that values effort in proportion to the value created, shaping entrepreneurship for the modern economy.